THREE ORGANIZATIONS FOR PROJECT
The Denver foundation
The united way
The American red cross
*ROUGH DRAFT ATTACHED*
*RUBRIC ATTACHED*
PAD 631 Final Project Guidelines and Rubric
Overview
Public managers need to be able to position their organizations to achieve desired program outcomes by utilizing fundamental strategic management
techniques. Managers may be charged with diagnosing complex situations and resolving them in ways that enhance organizational performance. Throughout
this course, you have learned strategic perspectives on the management and leadership of public sector organizations. Now for your final project, you will
develop a strategic management white paper that can be used to guide decision making for a public or nonprofit sector organization. To do this, you will select
three public, nonprofit, or governmental organizations and research their strategic management practices to make recommendations regarding effective
strategies and best practices in strategic management. Your recommendations should be targeted toward the leadership and management of any
public sector
or nonprofit organization; you do not need to focus specifically on making recommendations for the three organizations you selected. Rather, they will be your
basis for making recommendations for public and nonprofit organizations in general. Your white paper should be written so that it could be presented to the
leaders of a public, nonprofit, or governmental organization.
Select three of the following for your white paper:
Public Agencies Private Sector Companies Nonprofit Organizations
Washtenaw County, Michigan Johnson & Johnson Minnesota Council of Nonprofits
City of Grand Rapids, Michigan Google United Way
City of Albany, New York Microsoft Corporation American Red Cross
Rock Hill, South Carolina General Motors NELLCO (New England Law Library Consortium)
Durham, North Carolina British Petroleum The Denver Foundation
Monmouth County, New Jersey Disney Corporation National Council of Nonprofits
City of Tamarac, Florida Walmart Lumina Foundation
City of Peoria, Arizona Dell Commonwealth Foundation
City of Seattle, Washington Cargill Human Rights Watch
City of Portland, Oregon Koch Industries New York Academy of Art
Lake County, Illinois Meijer Sierra Club
Prince William County, Virginia Amway
Miami-Dade County, Florida
The final project represents an authentic demonstration of competency because strategic management white papers are regularly used to guide decision making
for a public or nonprofit sector organization. The project is divided into three milestones, which will be submitted at various points throughout the course to
scaffold learning and ensure quality final submissions. These milestones will be submitted in Modules Three, Five, and Eight. The final project will be submitted
in Module Ten.
In this assignment, you will demonstrate your mastery of the following course outcomes:
Assess alignment of public institutions’ discrete resources to their organizational visions based on elements of the strategic management process
Determine best practices for enhancing the effectiveness of public programs based on qualitative and quantitative evaluation of program outcomes
Recommend program reengineering best practices appropriate for program redesign in government or nonprofit organizations based on cost, benefit,
and risk analysis
Assess strategic management processes for their effectiveness in overcoming unique constraints facing government agencies
Recommend strategies to enhance organizational performance and mitigate the impact of contemporary challenges to strategic management in the
public sector
Prompt
Your strategic management white paper should answer the following prompt: Develop a white paper discussing strategies and best practices in strategic
management that can be used to guide decision making. The target audience for your white paper is the leadership and management of a public or nonprofit
sector organization; you should write the white paper with the idea that it could be presented to key decision-makers in a governmental agency or public or
nonprofit organization.
Specifically, the following critical elements must be addressed:
I. Introduction: Concisely describe the three organizations you will be comparing in your white paper. Make sure to include the organizational vision for
each organization in your description.
II. Analysis: In this section of your white paper, you will analyze the strategic management practices of the three organizations. Specifically, you should
address the following:
A. Strategic Management: Compare the elements of strategic planning and the strategic management process that were utilized by the three
organizations. In other words, how did the organizations apply elements of the strategic management process? What worked and why?
B. Resource Alignment: Assess the alignment of the three organizations’ discrete resources to the organizational visions.
C. Resource Allocation Decisions: Describe how the organizations’ resource allocation decisions were altered or guided by the strategic planning
and management process. In other words, how did the organizations apply elements of the strategic management process to align resources to
organizational vision?
D. Outcome Evaluation: Describe the qualitative and quantitative measures that were used to evaluate the program outcomes.
E. Best Practices: Identify the best practices used by the three organizations to increase the effectiveness of program outcomes.
F. Cost-Benefit Analysis: Create a cost-benefit analysis that identifies the costs, benefits, and risks associated with program or process redesign in
the three organizations.
G. Constraints: Describe the constraints facing the three organizations. Examples of constraints include diffused leadership, limited managerial
autonomy, politically defined performance outcomes for programs, and legal requirements.
H. Private Sector Techniques: Analyze the private sector strategic planning techniques used by the three organizations to address the constraints
you described. Support your response with specific examples of instances when the organizations used private sector techniques instead of
public sector techniques.
III. Recommendations
A. Program Success: Based on the measures used to evaluate the program outcomes and the best practices you identified, which best practices
could decision makers implement to enhance the likelihood of program success?
B. Participation: Recommend a participation best practice by contrasting the participation characteristics of the reengineering processes used in
the three organizations.
C. Program Reengineering: Recommend a best practice model for program reengineering based on your cost-benefit analysis for the three
organizations and independent research.
D. Overcoming Constraints: How effective were the strategic management processes used by the three organizations to overcome the constraints
they faced?
E. Organizational Success: Explain how governmental and nonprofit agencies can improve organizational success by best utilizing the principles of
benchmarking, best practices, and comparative governmental performance.
F. Customer Service: Recommend a strategy to mitigate the impact of the challenge of providing effective and efficient customer service. Justify
your recommendation. Your response should be based on your analysis of the three organizations and additional research.
G. Boundary Limitations: Recommend a strategy or tactic that governmental agencies and nonprofit organizations can implement to mitigate the
impact of the challenge of territorial boundary limitations. Justify your recommendation. Your response should be based on your analysis of the
three organizations and additional research.
Milestones
Milestone One: Introduction
In Module Three, you will submit the Introduction portion of your final project. This milestone will be graded with the Milestone One Rubric.
Milestone Two: Analysis
In Module Five, you will submit the Analysis portion of your final project. This milestone will be graded with the Milestone Two Rubric.
Milestone Three: Recommendations
In Module Eight, you will submit the Recommendations portion of your final project. This milestone will be graded with the Milestone Three Rubric.
Final Submission: White Paper
In Module Ten, you will submit your final project. It should be a complete, polished artifact containing all of the critical elements of the final project. It should
reflect the incorporation of feedback gained throughout the course. This submission will be graded with the Final Project Rubric.
Deliverables
Milestone Deliverable Module Due Grading
One Introduction Three Graded separately; Milestone One Rubric
Two Analysis Five Graded separately; Milestone Two Rubric
Three Recommendations Eight Graded separately; Milestone Three Rubric
Final Submission: White Paper Ten Graded separately; Final Project Rubric
Final Project Rubric
Guidelines for Submission: Your strategic management white paper should adhere to the following formatting requirements: 15–20 pages, double-spaced, using
12-point Times New Roman font, and one-inch margins. You should use current APA style guidelines for your citations and reference list.
Critical Elements Exemplary (100%) Proficient (90%) Needs Improvement (70%) Not Evident (0%) Value
Introduction Meets “Proficient” criteria, and
description expertly balances
necessary detail with brevity
Concisely describes the three
organizations being compared
and their organizational visions
Describes the three
organizations being compared
and their organizational visions,
but description is wordy or
vague
Does not describe the three
organizations being compared
and their organizational visions
3
Analysis: Strategic
Management
[PAD-631-01]
Meets “Proficient” criteria, and
comparison demonstrates keen
insight into strategic
management process
Compares elements of strategic
planning and management
process utilized by the three
organizations
Compares elements of strategic
planning and management
process utilized by the three
organizations, but with gaps in
accuracy or detail
Does not compare elements of
strategic planning and
management process utilized
by the three organizations
6.2
Analysis: Resource
Alignment
[PAD-631-01]
Meets “Proficient” criteria, and
response demonstrates
nuanced understanding of
alignment of discrete resources
and organizational vision
Assesses alignment of the three
organizations’ discrete
resources to organizational
visions
Assesses alignment of the three
organizations’ discrete
resources to organizational
visions, but assessment is
cursory or inaccurate
Does not assess alignment of
the three organizations’
discrete resources to
organizational visions
6.2
Analysis: Resource
Allocation Decisions
[PAD-631-01]
Meets “Proficient” criteria, and
description demonstrates
nuanced understanding of
applying the strategic
management process for
aligning resources to
organizational vision
Describes how the
organization’s resource
allocation decisions were
altered or guided by the
strategic planning and
management process
Describes how the
organization’s resource
allocation decisions were
altered or guided by the
strategic planning and
management process, but with
gaps in clarity or detail
Does not describe how the
organization’s resource
allocation decisions were
altered or guided by the
strategic planning and
management process
6.2
Analysis: Outcome
Evaluation
[PAD-631-02]
Meets “Proficient” criteria, and
response demonstrates
nuanced understanding of
program outcome evaluation
methodologies
Describes the qualitative and
quantitative measures that
were used to evaluate the
program outcomes
Describes the qualitative and
quantitative measures that
were used to evaluate the
program outcomes, but with
gaps in clarity or detail
Does not describe the
qualitative and quantitative
measures that were used to
evaluate the program
outcomes
6.2
Analysis: Best
Practices
[PAD-631-02]
Meets “Proficient” criteria, and
response demonstrates
nuanced understanding of best
practices used to enhance the
effectiveness of public
programs
Identifies best practices used
by the three organizations to
increase effectiveness of
program outcomes
Identifies best practices used
by the three organizations to
increase effectiveness of
program outcomes, but with
gaps in accuracy or detail
Does not identify best practices
used by the three organizations
to increase effectiveness of
program outcomes
6.2
Analysis: Cost-Benefit
Analysis
[PAD-631-03]
Meets “Proficient” criteria, and
analysis demonstrates keen
insight into costs, benefits, and
risks of program redesign
Creates a cost-benefit analysis
that identifies the costs,
benefits, and risks associated
with program or process
redesign in the three
organizations
Creates a cost-benefit analysis
that identifies the costs,
benefits, and risks associated
with program or process
redesign in the three
organizations, but analysis is
cursory or inaccurate
Does not create a cost-benefit
analysis that identifies the
costs, benefits, and risks
associated with program or
process redesign in the three
organizations
6.2
Analysis: Constraints
[PAD-631-04]
Meets “Proficient” criteria, and
description demonstrates
nuanced understanding of
constraints facing
governmental agencies
Describes the constraints facing
the three organizations
Describes the constraints facing
the three organizations, but
with gaps in clarity or detail
Does not describe the
constraints facing the three
organizations
6.2
Analysis: Private
Sector Techniques
[PAD-631-04]
Meets “Proficient” criteria, and
analysis demonstrates keen
insight into relationship
between strategic management
processes and constraints
facing governmental agencies
Analyzes private sector
strategic planning techniques
used by the three organizations
to address constraints and
supports response with specific
examples of instances when
the organizations used private
sector techniques instead of
public sector techniques
Analyzes private sector
planning techniques used by
the three organizations to
address constraints and
supports response with specific
examples of instances when
the organizations used private
sector techniques instead of
public sector techniques, but
analysis has gaps in accuracy,
detail, or support
Does not analyze private sector
planning techniques used by
the three organizations to
address constraints and does
not support response with
specific examples of instances
when the organizations used
private sector techniques
instead of public sector
techniques
6.2
Recommendations:
Program Success
[PAD-631-02]
Meets “Proficient” criteria, and
response demonstrates
nuanced understanding of best
practices used to enhance the
effectiveness of public
programs
Determines appropriate best
practices decision makers could
implement to enhance
likelihood of program success,
based on measures used to
evaluate program outcomes
and best practices identification
Determines best practices
decision makers could
implement, but practices are
not appropriate for enhancing
likelihood of program success
or are not based on measures
used to evaluate program
outcomes and best practices
identification
Does not determine best
practices decision makers could
implement
6.2
Recommendations:
Participation
[PAD-631-03]
Meets “Proficient” criteria, and
response demonstrates
nuanced understanding of
program reengineering best
practices
Recommends appropriate
participation best practice by
contrasting participation
characteristics of reengineering
processes used in the three
organizations
Recommends participation best
practice by contrasting
participation characteristics of
reengineering processes used
in the three organizations, but
best practice is not appropriate
Does not recommend
participation best practice by
contrasting participation
characteristics of reengineering
processes used in the three
organizations
6.2
Recommendations:
Program
Reengineering
[PAD-631-03]
Meets “Proficient” criteria, and
response demonstrates keen
insight into relationship
between program
reengineering best practices
and costs, benefits, and risks of
program redesign
Recommends appropriate best
practice model for program
reengineering based on cost-
benefit analysis for the three
organizations and independent
research
Recommends best practice
model for program
reengineering, but model is not
appropriate or is not based on
cost-benefit analysis for the
three organizations and
independent research
Does not recommend best
practice model for program
reengineering
6.2
Recommendations:
Overcoming
Constraints
[PAD-631-04]
Meets “Proficient” criteria, and
assessment demonstrates keen
insight into relationship
between strategic management
processes and constraints
facing governmental agencies
Assesses effectiveness of
strategic management
processes used by the three
organizations to overcome
constraints
Assesses effectiveness of
strategic management
processes used by the three
organizations to overcome
constraints, but assessment is
cursory or inaccurate
Does not assess effectiveness
of strategic management
processes used by the three
organizations to overcome
constraints
6.2
Recommendations:
Organizational
Success
[PAD-631-05]
Meets “Proficient” criteria, and
explanation demonstrates keen
insight into enhancing
organizational performance
Explains how governmental and
nonprofit agencies can improve
organizational success by best
utilizing the principles of
benchmarking, best practices,
and comparative governmental
performance
Explains how governmental and
nonprofit agencies can improve
organizational success by best
utilizing the principles of
benchmarking, best practices,
and comparative governmental
performance, but with gaps in
clarity or detail
Does not explain how
governmental and nonprofit
agencies can improve
organizational success by best
utilizing the principles of
benchmarking, best practices,
and comparative governmental
performance
6.2
Recommendations:
Customer Service
[PAD-631-05]
Meets “Proficient” criteria, and
response demonstrates
nuanced understanding of
mitigating the impact of
contemporary challenges to
strategic management in the
public sector
Recommends and justifies
appropriate strategy to
mitigate the impact of the
challenge of providing effective
and efficient customer service,
based on analysis of the three
organizations and additional
research
Recommends and justifies
strategy to mitigate the impact
of the challenge of providing
effective and efficient customer
service, but strategy is not
appropriate or is not based on
analysis of the three
organizations and additional
research
Does not recommend and
justify strategy to mitigate the
impact of the challenge of
providing effective and efficient
customer service
6.2
Recommendations:
Boundary Limitations
[PAD-631-05]
Meets “Proficient” criteria, and
response demonstrates
nuanced understanding of
mitigating the impact of
contemporary challenges to
strategic management in the
public sector
Recommends and justifies
appropriate strategy to
mitigate the impact of the
challenge of territorial
boundary limitations, based on
analysis of the three
organizations and additional
research
Recommends and justifies
strategy to mitigate the impact
of the challenge of territorial
boundary limitations, but
strategy is not appropriate or is
not based on analysis of the
three organizations and
additional research
Does not recommend and
justify strategy to mitigate the
impact of the challenge of
territorial boundary limitations
6.2
Articulation of
Response
Submission is free of errors
related to citations, grammar,
spelling, syntax, and
organization and is presented
in a professional and easy-to-
read format
Submission has no major errors
related to citations, grammar,
spelling, syntax, or organization
Submission has major errors
related to citations, grammar,
spelling, syntax, or organization
that negatively impact
readability and articulation of
main ideas
Submission has critical errors
related to citations, grammar,
spelling, syntax, or organization
that prevent understanding of
ideas
4
Total 100%
- PAD 631 Final Project Guidelines and Rubric
Overview
Prompt
Milestones
Milestone One: Introduction
Milestone Two: Analysis
Milestone Three: Recommendations
Final Submission: White Paper
Deliverables
Final Project Rubric
1
3
8-2 Milestone Three: Recommendations
Destiny Nance
Southern New Hampshire University
PAD 631
January 3rd, 2022
Program Success
For the most accurate assessment of a program’s efficacy, it’s important to consider both quantitative and qualitative indicators. Important quantitative metrics can be applied to the overall success of an organization in both the public and commercial sectors. All of these organizations, whether or not they are for-profit enterprises, employ budgets to guide their operations and guarantee that their objectives are realized. In addition, these establishments owe money to those who care about them, and meeting this commitment depends on their willingness to be transparent with their finances. Organizations owe it to their investors to be responsible stewards of the money they have been entrusted with (Johanson & Vakkuri, 2019). Last but not least, profit is essential for the proper operation of public, non-profit, and other sectors. Meanwhile, private sector business activity should be given greater weight in accounting policies and procedures. Businesses may more closely monitor and manage cash flow, as well as raise capital in accordance with operational needs, thanks to this.
Participation
Participant adaptability has been identified as a key success factor in the reengineering processes at these three organizations. One way in which a business can become closer to its consumers and other stakeholders is by being flexible enough to adopt new strategies in response to the ever-evolving nature of the competitive landscape. Even if it doesn’t result in the optimal form for strategic planning, adapting to a situation can help steer performance and reorganize a business’s internal mechanisms to better serve a certain goal (Bryson et al., 2018). This change must occur throughout the entire organization, not just in a few select areas.
Program Reengineering
The City’s vision work (Albany 2030) is a great resource for public and non-profit organizations looking to reengineer their operations. The City’s strategic plan was developed in stages, as described in the analysis, with the aim of eliciting process-oriented data from relevant parties. The city used this data to develop concrete tools that would later serve as the basis for easy deployment. The City’s long-term plan of action, or vision, extends out to at least the year 2030. The ideal requires easy solutions for difficult issues (Bryson et al., 2018). They kept growth costs under control by using benefit-cost analytics throughout the planning process.
Overcoming Constraints
All three of these businesses rely heavily on competent strategic management to stay competitive in their respective industries. Each company exemplifies the best practices of strategic management. The firms’ capacity to adapt to new circumstances and remain competitive was largely attributable to their use of the strategic management cycle. The previous conversations show that Google, under the leadership of its revolutionary CEO, has positioned itself strategically to remain at the forefront of the mobile market for longer periods of time. Google has a monopoly on internet search engines, but this does not hold true for mobile devices (Ding et al., 208). The company may be able to gain significant market share in the future if its products are as accessible on mobile devices as they are on desktop computers.
Organizational Success
Management theory and practice have long established a connection between efficient management and efficient performance indicators. It is essential that performance indicators be similar for them to be useful. These contrasts are useful for assessing an organization’s performance, spotting performance patterns over time, and advancing strategic objectives (Bryson et al., 2018). The Government Performance and Results Act of 1993 (GPRA) established and informed the requirements for performance measurements used by federal agencies to ascertain the degree to which individual divisions or components were successful in achieving their respective missions. In response to this need, the concept of benchmarking emerged.
Customer Service
In order to thrive, a company must focus on satisfying its customers. Buyers shouldn’t be viewed as mindless automatons. Customers are not limited to those who make purchases; the term “customer” is purposely broad. Any service a customer receives is guaranteed to be excellent (Ding et al., 2018). This mandates that businesses establish, publish, and continuously enhance their customer service standards.
Boundary Limitations
Internal boundaries can be a major stumbling block to the successful implementation of a plan if they exist within an organization. Hence, it is crucial to promote a collaborative atmosphere when numerous internal stakeholders are engaged in the implementation of a strategy plan. Using performance indicators to recognize the achievements of individual departments is crucial for creating a culture in which everyone feels valued. Thus, this may cause conflict across departments, which in turn may enhance the amount of collaboration and interaction towards a higher goal (Bryson, 2018).
References
Bryson, J. M. (2018).
Strategic planning for public and nonprofit organizations a guide to strengthening and sustaining organizational achievement. Hoboken, NJ: John Wiley & Sons.
Bryson, J. M., Edwards, L. H., & Van Slyke, D. M. (2018). Getting strategic about strategic planning research.
Ding, Z., Huang, K., Jiang, J. H., Xu, D., & Zhu, B. (2018).
U.S. Patent Application No. 15/890,441.
Johanson, J. E., & Vakkuri, J. (2019). Strategy and Performance. In Strategy Formation and Policy Making in Government (pp. 163-186). Palgrave Macmillan, Cham.